Sustainability hijacked by the sociological wall of self‐evidence

The nowadays commonly applied structuring of sociological theories – the four‐fielder of Burrell and Morgan (1979) – in the environmental and sustainability agenda may, unfortunately, serve as a platform for the advocators of leaving business alone to realize win–win solutions by itself – that is obstructing change by encouraging business as usual. The reason for this hijacking of environmentalism is a dichotomization of regulation and radical change along an axis describing the nature of society. By instead focusing on power along the society continuum, the tool describing sociological theory enables policy thought that promotes a societal change towards increased sustainability.